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Essay on emotional intelligence in the workplace

essay on emotional intelligence in the workplace First group are theorists who expand exaggerated claims involving both emotional intelligence and organizational performance; on the other hand, there are practitioners who corroborate the evidence through empirical work. Secondly Lindebaum suggests that there are some barriers causing the lack of empirical evidence and inhibiting the development of EI and therefore its contribution to performance and effectiveness. First, there is an interindustry barrier of which characteristics have been neglected by those who have contributed to the discipline of EI and therefore hindered organizational efforts to develop emotional intelligence. According to some researchers, unique for a given industry idiosyncrasies have to be taken into account in order to examine effectiveness and work performance of crucial employees. Further, for the purpose of precise design of an EI intervention scheme it is a key factor to identify exactly what are fundamental concepts, needs and goals of an industry.

Furthermore, if work atmosphere does not allow to trust others and especially a group leader who is responsible not only for his teams outcomes, but also for its attitudes, people will not express how they feel about certain issues and may be only obediently accomplish their tasks. Emotions resulting from such a situation will contribute to creating dissatisfaction and decrease in motivation level.

One aspect of emotional disclosure, including both an employer and employees, is letting others to get to know a person better as well as to understand him or her. This means that an employee reveals both strengths and developmental areas in order to facilitate the cooperation process, meaning let others know what kind of assistance is needed in his or her case. This is applicable to inexperienced as well as professionally advanced employees and is a useful indicator for a situational leader in terms of spreading out supervision, assistance, and monitoring development.

208). The development or unleashing of expertise is a critical component for HRD. Expertise has been defined as “displayed behavior within a specialized domain and/or related domain in the form of consistently demonstrated actions of an individual that are both optimally efficient in their execution and effective in their results” (Herling, 2000, p. 20). Emotional intelligence and its relationship to leadership expertise is an area needing further research in the field of HRD. 3 Background and Purpose of the Study The intention of this study is to broaden the knowledge base of HRD through the investigation of emotional intelligence, leadership style and the effectiveness of that leadership. “One of the most universal cravings of our time is a hunger for compelling and creative leadership” (Burns, 1978, p.1). Even so, leadership is not easily defined. In fact, “there are almost as many different definitions of leadership as there are persons who have attempted to define the concept” (Stogdill, 1974, p. 259). The scientific study of leadership did not begin until the twentieth century. Much of its focus has been on the determinants of leadership effectiveness (Yukl, 1998). The social sciences have.

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